Baker Tilly

How would we do it now and why? That's how we're going to incrementally chip away at that space of the copies of the copies of the copies they get, they fade and morph over time.

I'm Russ Summers, a principal from Baker Tilly.

I'm Meredith Barnes-Cook, senior principal at Datos Insights.

I'm Spiro Zacarias, senior vice president of global technology, major initiatives at Chuck.

So Russ, you're sitting next to me, so you have to go first.

Lucky me.

So Russ Summers, principal at Baker Tilly.

I lead our risk advisory practice

There's a gap, and it shows up most visibly when you look at the ERM space, which is where I think the data gets really alarming.

The Baker Tilly and Internal Audit Foundation survey, which covered 567 professionals, found that nearly 6 in 10 ERM programs still rely on basic tools like word processing and spreadsheets.

We're talking about the function that's supposed to be managing enterprise-wide risk.

Wait, 6 in 10? That's not a small outlier.

So even within the C-suite, there's no unified view of where the people problem sits.

Which is itself a workforce problem.

If your leadership team can't agree on what the biggest risk is, how do you build a coherent talent strategy around it? The Baker Tilly report also found that fewer than half of respondents, 49%, agreed that risk awareness actually resonates across their organisation.

So ERM as a discipline is growing fast, but the culture of risk hasn't caught up.

Today on Shift AI, we're talking to Prerit Garg, CEO of One Identity, filmed in front of a live audience at Baker Tilly's offices during Seattle Tech Week.

One Identity helps organizations manage and secure the entire lifecycle of identities, human and non-human, so only the right people and systems have access to the right things.

We talked to him about why AI agents are becoming the fastest growing security risk inside enterprises and why sovereign AI is pulling infrastructure back on-prem.

And Dave became really an executive coach to me and the other partners in the 90s and stayed with me as I moved up in leadership.

I was managing partner, CEO of Beers and Color for almost 10 years until we merged to create, really, to create Baker Tilly, which is now the fifth largest firm in the country.

They've exceeded the expectations that Tim Christian and I thought of in 2009, but Dave was with me all along.

And so, you know, I knew, it became clear to me that I wanted to keep working, but I wanted to do it.

One is what I think of as like the thing I like to do the most and what kind of got me into this in the first place.

And that's in the context of this is there is life after sale.

There is life after Baker Tilly.

There is life after.

Hi, I'm Eric Lucas.

I'm a managing director with Baker Tilly.

I'm one of the reimbursement leaders here.

I've been here for a few years, but I also spent about 20 years working on the provider side in this area of reimbursement.

So there's this trend that is not a trend that's been going on for a long time now, but it's become the velocity has increased really dramatically around consolidation of professional services firms.

And this by professional services firms, I'm meaning law firms, consulting firms, accounting firms, real estate brokerage firms.

There's a consolidation and a nationalization of these firms trying to go upstream.

And what is a natural next step of, hey, we're going to go large accounting firm, we're going to go acquire this regional accounting firm and bring them upstream, is that they end up losing or shedding some of their clients in that process.